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PCMM
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INTRODUCTION: The People Capability Maturity Model is a tool that helps in successfully addressing the critical people issues in organizations. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software as a foundation for a model of best practices for managing and developing an organization’s workforce. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in its ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving processes for managing and developing workforce. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce the organization needs to accomplish its future business plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization’s workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively. Each maturity level provides a layer in the foundation for continuous improvement of the organization’s workforce capability. Achieving each level of the maturity model institutionalizes a different component of workforce capability, resulting in an overall increase in the workforce capability of the organization. Each process area comprises a set of goals that, when satisfied, stabilize an important component of workforce capability. Each process area is described in terms of the practices that contribute to satisfying its goals. The practices describe the infrastructure and activities that contribute most to the effective implementation and institutionalization of the process area. The following diagram shows the different levels in the PCMM framework. WHAT IS THE PEOPLE CMM? The People Capability Maturity Model is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. Since an organization cannot implement all of the best workforce practices, the People CMM introduce them in phases or levels. Each progressive level of the People CMM produces a unique transformation in the organization’s culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, the People CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization’s business objectives, performance, and changing needs. The People CMM’s primary objective is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skills, and process abilities available for performing an organization’s business activities. Workforce capability indicates an organization’s: · Readiness for performing its critical business activities, · Likely results from performing these business activities, and · Potential for benefiting from investments in process improvement or advanced technology. In order to measure and improve capability, the workforce in most organizations must be divided into its constituent workforce competencies. Each workforce competency represents a unique integration of knowledge, skills, and process abilities acquired through specialized education or work experience. Since the People CMM is an evolutionary framework, it guides organizations in selecting high priority improvement actions based on the current maturity of their workforce practices. The benefit of the People CMM is in narrowing the scope of improvement activities to those vital few practices that provide the next foundational layer for developing an organization’s workforce. By concentrating on a focused set of practices and working aggressively to install them, organizations can steadily improve their workforce and make lasting gains in their performance and competitiveness. The People CMM is popular because it allows organizations to characterize the maturity of their workforce practices against a benchmark being used by other organizations. Many workforce benchmarks focus on employee attitudes and satisfaction rather than workforce practices. STRUCTURAL COMPONENTS OF THE PEOPLE CMM The components of the structure of the People CMM include the following: 1. Maturity levels 2. Process areas 3. Goals 4. Practices The architectural structure of the People CMM is depicted in the figure shown below. Practices represent guidelines for satisfying process area goals, which in turn provide the objectives and scope of a process area.
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